微软服务管理项目建议书

1、,Customer Satisfaction Proposal for Professional Services July 1993,管理资源吧（），提供海量管理资料免费下载！,Executive Summary Firm Background Worldwide Consulting Practice Pacific Northwest Firm Qualifications Why Arthur Andersen? Selected Clients and Projects IBC Relationship Methodology Strategy Organization Costs,

2、PROPOSAL OUTLINE,管理资源吧（），提供海量管理资料免费下载！,Executive Summary,We are very pleased to have this opportunity to submit the following proposal to Microsoft to partner with the Company in the design and implementation of a comprehensive customer satisfaction system. UNDERSTANDING OF YOUR NEEDS,Based upon our

3、 discussions with you and our understanding of the Microsoft environment, following is our understanding of your needs and expectations : Develop a systematic process for gathering data from internal and external customers of Worldwide Operations (Financial Operations, ITG and Manufacturing) Use the

4、 information gathered to develop a process for continuous improvement - Identify business processes - Re engineer key processes to align them with the customer - Develop performance measures to re-enforce desired behavior - Benchmark best practices in customer satisfaction Drive out unnecessary cycl

5、e time to reduce cost Use the system to support being a business advisor to the customer,管理资源吧（），提供海量管理资料免费下载！,OVERALL APPROACH Consistent with the approach used for the workflows project, our process designers will work with Microsoft personnel assigned to the team. This is important to ensure the

6、design and implementation of the customer satisfaction process is a Microsoft driven effort and not an outside consultants project. In addition, the approach ensures ownership of the process and its results transfer to the Company. Following are some of the key points regarding how we will approach

7、the process of designing and implementing a comprehensive customer satisfaction system with Microsoft: Centrally managed and controlled by a team based in Seattle Utilize the insight and expertise of worldwide experts /resources: - Customer Satisfaction , - Global Best Practices - Performance measur

8、ement - Process Design and re engineering - Financial operations, Information Systems, manufacturing and distribution Multiple tasks and processes will be performed in parallel Phased initiative to maintain and build momentum Utilize existing Microsoft tools to enhance efficiency and buy-in,Executiv

9、e Summary,管理资源吧（），提供海量管理资料免费下载！,PARTNERING We understand the importance of the customer satisfaction and benchmarking effort to the business issues facing Microsoft. Successful implementation takes a significant amount of effort and expectation management in order to be successful. The mindset we br

10、ing to the approach is one of working with Microsoft over the long haul as a partner. We will work with you to help implement the change that will need to be made in order to respond efficiently and effectively. As partners we both a have a lot at stake. This ensures ownership of a process, even whe

11、n it is difficult, that strives for the best answer. We are committed to helping Microsoft create a successful solution that exceeds your customers expectations and fits in your environment.,Microsoft and Arthur Andersen . . . partners “Putting insight into practice”,Executive Summary,管理资源吧（），提供海量管理

12、资料免费下载！,Arthur Andersen warranty costs down 35%; plant space reduced 25%. Inventory turn increase from 5 to 20.,AA was heavily involved in this critical effort:,Our Role,Results,The project teams efforts resulted in the following:,Firm Qualifications,Situation: This large chemical manufacturer was c

13、oncerned that their cost structure was not in line with their competitors.,Company Qualifications,Chemical Company,AA performed a benchmark study of the finance and accounting functions for 10 major chemical companies. Used survey results to help participants better understand their cost structures,

14、 including absolute and relative efficiencies of their operations.,Key performance measures were established for all areas studied. Quantitative analyses of all KPIs were completed. Qualitative discussions of differences in practices and performance were offered.,AA assisted as follows:,Our Role,Res

15、ults,The project teams efforts resulted in the following:,Situation: This leading multinational firm was in the process of planning for restructuring when management realized that the issues facing them were more difficult than expected.,Multinational Pharmaceutical Company,Review management restruc

16、turing plans in the following departments: - Finance - Accounting - Purchasing - Logistics - Manufacturing - Information Systems Review current and proposed organizational structures. Identify implementation issues. Identify high level work flows.,Recognition of areas of potential risk including cri

17、tical task and resource identification, skill requirements, and post implementation cross training needs. Reengineering and process improvement opportunities in most of the functional areas.,AA was engaged to perform the following:,Our Role,Results,The project teams recommendations resulted in the f

18、ollowing:,Firm Qualifications,BEST PRACTICES BUSINESS PARTNER,Motorola is a best practices business partner working closely with Andersen in the development of best practices information for the following business processes:,Cost Management Customer Satisfaction Closing Internal Audit Internal Contr

19、ols Overall Financial Performance,Introductions for comparing best practices between Microsoft and Motorola have been established by Andersen for the budgeting and close processes.,Firm Qualifications,IBC FOUNDING MEMBER,Arthur Andersen is a Founding Member of the International Benchmarking Clearing

20、house (IBC) The IBC is a new division of the American Productivity and Quality Center (APQC) offering a wide range of benchmarking services, including: Assistance with the organization and performance of benchmarking studies and research Member organization networking, contact & screening services (

21、see selected IBC member organizations on following page) Common interest groups (e.g., Customer Satisfaction Measurement with participation by over 50 member organizations) Information and Clearinghouse Database searches,Arthur Andersen is the founding IBC member driving “Global Best Practices” effo

22、rts,Firm Qualifications,IBC MEMBER COMPANIES,AMP Incorporated APQC Consulting Group AT&T AT&T Global Business Communications System AT&T Paradyne Abbott Laboratories Aetna Life and Casualty Allstate Anheuser-Busch Inc. Arthur Andersen BP International Limited Bell Canada Bellsouth Corporation Blue C

23、ross & Blue Shield of Florida Blue Cross & Blue Shield of Ohio Boise Cascade Corporation Bristol-Meyers Squibb British Airways CIGNA Corporation Campbell Soup Company Canadian Government Industry, Science and Technology Chemical Bank,Selected IBC Member Companies as of June 25, 1993:,Chevron Corpora

24、tion Chrysler Corporation Cincinatti Bell Information Systems The Clorox Company, Technical Center Coca-Cola Foods Computervision Corporation DRI/McGraw Hill Data General Corporation Deere & Company Delco Chassis Division General Motors Corporation Digital Equipment Corporation Dow Corning, Product

25、Market Process Team EDS Eastman Kodak Company Exxon Corporation GTE Telephone Operations. Public Relations Department General Motors Corporation Helene Curtis, Inc. Hewlett-Packard Company Honeywell, Inc. Hughs Aircraft Company IBM Corporation,ITT Defense The Iams Company Intel Corporation Johnson &

26、 Johnson Kaiser Permanente Medical Care Program Kraft General Foods International Lockheed Sanders, Inc. Marriott Corporation Mastercard International, Inc. Mead Corporation Merck & Company, Inc. Merrill Lynch Metropolitan Life Moore Business Forms & Systems Division NCR National Computer Systems, A

27、ssessment Division New York Life Insurance Company North American Philips Corporation Pacific Bell Pacific Gas & Electric Company Pfizer, Inc.,Phillips Petroleum Pillsbury Procter & Gamble The Prudential Rockwell International Corporation SIEMENS Sears Logistics Services Shell Chemical Corporation S

28、hell Oil Company Southern California Edison Tektronix, Inc. Telecom Australia Tetley, Inc. Texas Instruments The New England Titleist & Foot-Joy Worldwide UNISYS United States Government Federal Quality Institute NASA Johnson Space Center Unocal Corp. Waste Management Company Weyerhauser Company Xer

29、ox,Firm Qualifications,REFERENCES,Specific client references are available upon request.,Firm Qualifications,Best Practices Study: Product Development,Firm Qualifications,Performed a Best Practices study in the New Product Development process in order to reduce product development cycle times and li

30、nk the development process to customers needs/wants. This one-year study involved the following companies: Adaptec Apple Auspex Compaq Dell Epson Fujitsu Hewlett-Packard Hitachi IBM,Intel NEC Olivetti Seagate Sharp Sony Sun Microsystems Toshiba Wyse Technology,Leadership Communication and Change Man

31、agement,Facts and Best Practices Education and Training Empowerment, Applause and Appreciation,Customer Quality Framework,Customer Satisfaction Results,“As is” Process and Costs,Facilitation (Conexus) Consensus on- Factors most important to customers Values and mission Action Plans,measurement of ca

32、use and effect between process and satisfaction,Strategic Mission (Executive Office),CUSTOMER FOCUS,Process Alignment,CUSTOMER SATISFACTION PROCESS,Methodology,Customer Service Has Three Dimensions . . .,Providing value-added services,Managing exceptions,Mastering the basics,. . . Success is based o

33、n a good foundation,Creativity,Flexibility,Credibility,Methodology,GOAL OF CUSTOMER SATISFACTION How do you define a “satisfied customer?” Quality Value Value = Perceived Benefits Costs Satisfaction Satisfaction = Expectations Perceived Performance May be satisfied with what was done, but was it imp

34、ortant to the customer?,Methodology,( ),( ),SUCCESS FACTORS,Commitment from executive level down Educate, Reward and Communicate Clearly established goals Define customer satisfaction from a cost/benefit perspective,Methodology,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLE

35、MENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,STRATEGIC CUSTOMER FOCUS,Methodology,IDENTIFY CUSTOMERS,Who are the customers? Suppliers Internal departments or outside sources who provide

36、input or resources Users Internal departments who use the departments output Sponsors Internal departments who benefit from the function or service provided by the department Conduct research to define user wants and critical business needs and success factors Focus groups and/or face-to-face interv

37、iews Questionnaires and surveys Observation of the users process Process mapping,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIF

38、Y CUSTOMERS,Methodology,ASSESS PERCEPTIONS,Finance, ITG and Manufacturing departments self- assessment Focus Groups What do they think are the customer wants and needs How do their customers rate them overall What do they do well What dont they do so well Other questions similar to those we ask thei

39、r customers Use as benchmark to relate expectation to customer reality Sets base level from which to evaluate department Eliminates reaction of “I knew that” after study results Serves as framework from which to improve and re- engineer specific processes Develops partnership between customer and de

40、partment Source of best ideas for improvement,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,Methodology,DEFINE KEY

41、CUSTOMERS,80/20 rule of key decision makers Narrow down the numbers Design study to get most information from key customers ITG, Finance and Manufacturing Focus groups Person-to-person interviews Use remaining customers to validate patterns Written surveys Focus groups Shortens overall project time

42、line Reduces cost of interviewing everyone Simplifies analysis of information,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY C

43、USTOMERS,Methodology,UTILIZE BEST METHODS TO OBTAIN INFORMATION,Identify best tools to capture information Customize framework to fit Microsoft Company culture Departments involved Use of technology Determine best approaches for each customer Focus groups Person-to-person interviews Written surveys

44、Observations Design specific tools to be used Written surveys Questionnaires Interview questions Discussion points Develop in conjunction with Microsoft to ensure partnering of ideas,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUC

45、T THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,Methodology,CONDUCT THE STUDY,Develop plan to execute the study Determine time lines for each tool and department Conduct pilot study for each department Execute on a parallel basis by d

46、epartment Focus groups Person-to-person interviews Written surveys Observations Key element is security and confidentiality Must ensure integrity of data Vital to manage the data as it comes in Security and confidentiality Appropriately managed,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMAN

47、CE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,Methodology,ANALYZE RESULTS,Identify patterns and trends about each function with departments Identify what they are not get

48、ting that they would like to get and what they are getting that they dont need Determine data driven recommendations Quantifiable information Our specialists perform content analysis from both focus groups and person-to-person interviews Systematic content analysis Use sophisticated statistical anal

49、ysis Show relationship of factors that are important to customers and whether those customers are: At risk Satisfied Enthusiastic Key goals to accomplish Which factors drive enthusiastic buyers,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RES

50、ULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,Confirm with the customer what you heard them say,Methodology,DEVELOP ACTION PLANS FROM INFORMATION,Gap analysis Management interpretation of the data Use technology to priori

51、tize most important issues from both quantitative and qualitative results Conexus (technology tool) Gain group consensus between customers and management as to what areas will be addressed first Develop road map for future Gain buy-in from everyone,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFO

52、RMANCE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,Methodology,DEVELOP PERFORMANCE MEASURES,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLEMENT AN

53、D MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DEFINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,Segment business for comparative purposes Define drivers/processes identified as having a causal relationship to customer satisfaction (Quality, Cos

54、t, Time) Develop detailed targets for key process/activity determinants of customer satisfaction and project expected customer satisfaction (based on action plans) Perform impact/performance analysis on relationship of customer satisfaction, key activity/process determinants of customer satisfaction

55、 and time/costs Develop program to track status with regard to specific performance measures Compare with and adapt Best Practices Use technology to develop, track and analyze results Use as input to re-engineering Recalibrate and improve Monitor performance achievement and revise Set new targets Co

56、ntinuously improve,Methodology,IMPLEMENT AND MANAGE CHANGE,Re-define commitment from top management to plan Develop specific strategy to implement changes Each person in the department manages some piece of the overall plan for improvement Continual comparison against performance measures and result

57、s for consistency Sanity checks Output of plan feeds directly into re-engineering program for the department and organization,DEVELOP ACTION PLANS FROM INFORMATION,DEVELOP PERFORMANCE MEASURES,IMPLEMENT AND MANAGE CHANGE,ANALYZE RESULTS,CONDUCT THE STUDY,UTILIZE BEST METHODS TO OBTAIN INFORMATION,DE

58、FINE KEY CUSTOMERS,ASSESS PERCEPTIONS,IDENTIFY CUSTOMERS,Methodology,RESULTS,Resource effectiveness/efficiency Improve communications Consistent measurement through departments Improved employee satisfaction Reduce costs Improved service Measuring what really counts Increased empathy - seeing yourself in your customers shoes,Methodology,Costs,As we have discussed, it is very difficult at this time to provide you with our “best guess” on fees to help Microsoft with its implementation of a customer satisfaction system. As the objectives and scope for the work become clearer